Team size: 30

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

Despite some early challenges, the pandemic has allowed us to connect and integrate better with other teams in the business. As a result, I now lead a global team with colleagues who seamlessly work across our different offices. Before the pandemic, we did not regularly connect digitally. We now have regular online check-ins and onboarded several new team members in new jurisdictions. Our legal team has also been called upon to participate in strategic agendas and sudden war room sessions. As a legal function – and for me as general counsel – we have also been drivers on many global projects such as running lease negotiations and sharing best practices, examining governmental support schemes, and acting as trusted advisors to the board on strategic acquisitions that emerged during the pandemic (for example, among others, acquiring our distributor business in the Middle East, Russia, and the Netherlands). I consider our function even better positioned.

What will be the main focus for the company in the next 12 months and how do you intend to assist with this?

We are on a digital journey as a consumer brand and are confronted with a growing demand for circular and sustainable solutions related to our products. In addition, we are acquiring business partners within our retail portfolio. Therefore, my team will continue to work on increased M&A activity and advising on digital solutions on a global scale. Finally, I foresee additional focus on innovation and protection of our IP. We have created an investment arm within the group to invest in start-ups related to CSR that can supplement our in-house innovation. My team intends to assist with these tasks by expanding our in-house team and creating focused legal sub-teams for our investment department. Recently, I took over the responsibility for our global enterprise risk management and insurance function. As part of the transition to my team, we will have to reassess our approach and use enterprise risk in a more strategic manner as we advance.

What do you feel are the pros and cons of an in-house legal role compared to a private practice one?

The in-house lawyer is directly involved in all the company’s processes, getting to know the organisation. Consequently, the in-house lawyer can become the strategic and independent advisor to the board and the management that cannot be found in any other role. On the other hand, the in-house lawyer typically will not become a subject specialist to the same degree as an external lawyer who can work with expertise across industries. Accordingly, good collaboration with external counsel is crucial for the success of the in-house team.